Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
Ideally, you need to have a strategy (in a form of a strategy map) before you start thinking about the ways to measure its execution (KPIs). Don't have a strategy map yet? Use free Strategy Map Wizard to create a strategy map for your current business challenges. The wizard will:
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Golf Club is a place people visit for enjoying the game of golf, either in casual manner or to pursue it professionally. However, these clubs are not only involved in offering the golf services but also a number of other 'additional amenities'. All these collectively aim at giving the golf places an interesting and adventurous touch. From this emerges the need to choose an appropriate 'tracking instrument'.
In other words, for maintaining the charm and utility of these spots, it is necessary that the management carry out a 'measurable analysis' and put it in the form of a balanced scorecard. One can collect all the metrics that are found to affect the growth prospects of the clubs under suitable categories and use those for future monitoring. This management device came up in 1990s after several studies were conducted by Norton and Kaplan and discovered that using only the financial indicators to gauge the performance is an incomplete process. Therefore, some other perspectives were included to have a 'holistic view' of the operations.
Once the useful and related KPIs (Key Performance Indicators) have been selected, one can proceed with the job of calculating steps and moves. This act helps in giving the golf playing places shape up into successful entertainment spots.
This is the actual scorecard with Golf Club Performance Indicators and performance indicators. The performance indicators include: infrastructure perspective, number of events held yearly, square foot area of the clubhouse, players capacity, guests capacity, layout attractiveness, clubâ€™s facility structure, â€˜facilityâ€™ grading of the club, number of instructors, technical equipping, instructorsâ€™ quality, financial perspective, average membership fee, maintenance expenses, average return, equipment acquiring: revenues, performance perspective, yearly increase in number of memberships, revenue rise, improvement in customersâ€™ view, percentage drop in non-availability.
How is this book different from 796 other book titles about KPIs on Amazon?
"Before writing a single line, I formulated some guiding principles, one of them was: "If our clients ask, "How can I find a good KPI for..." - I want this book to provide a perfect answer."